Strategic issues in an organization refer to the critical challenges including fundamental policies which must be scrutinized and implemented accordingly for an organization to meet its full objectives (Dutton, & Duncan, 2006). The process of identifying strategic issues is a crucial matter for the management of both the profit oriented organizations as well as the non-profit organizations. While the non profit organizations are built on a charitable ground where they offer basic help to the communities such as education and health facilities, profit organizations operate on a major objective of drawing maximum benefits from their activities (Dutton, & Jackson,1987).
In an attempt to answer a number of strategic questions, an individual identifying strategic issues require adequate input as well as a relevant analysis of the organization’s structure (Dutton, & Duncan, 2006). This paper therefore presents a discussion on how non-profit organization which helps people with drug and substance abuse problems may identify its strategic issues.
The first step towards the identification of strategic issues within a chemical dependency organization such as alcohol and drug addict rehabilitation center, an individual needs to determine the possible strategic issues of such an organizatio (Dutton, & Jackson,1987). Step one of the strategic issue identification therefore requires one to have adequate knowledge of the organization’s vision and core values. In addition, the possible themes as well as the strengths, threats and opportunities are important factors that influence the entire process of strategic issue identification (Dutton, & Duncan, 2006).
Furthermore, for an organization rehabilitating individuals with alcohol and substance abuse problems, one should take into consideration the general status of community health (Sallivan, Sullivan, & Nonaka, 1988).
This stage is essential since it helps the one understand why certain issues raised should or not be considered as strategic issues (Dutton, & Jackson,1987). The discussion at this stage would enable the participants distinguish strategic issues from other problems. For instance, in an alcohol rehabilitation center, one would distinguish between a strategy for reducing the number of alcohol and drug addicts within the rehabilitation center, from why the number of such addicts keeps increasing despite the strict rehabilitative measures.
The evaluation of strategies identified is followed by an analysis of various consequences (Dutton, & Jackson,1987). The participants attempt to draw the line between the most important and the less important matters depending on the consequences associated with not addressing certain issues as necessary (Dutton, & Duncan, 2006). The organization would face major challenges if strategic issues are not handled. For example, in an organization dealing with rehabilitation of alcohol and drug addicts, failure to address strategic issues would pose lethal consequences to the public health. Deteriorating public health may work against achieving the community goals (Sallivan, Sullivan, & Nonaka, 1988).
The fewer the strategic issues identified; the more effective their management is accomplished (Dutton, & Duncan, 2006). The next step therefore attempts to reduce the total number of strategic issues identified, by integrating overlapping ideas as well as those with similar or related approaches (Dutton, & Jackson,1987). For instance, in an organization that deals with the rehabilitation of drug or substance abuse, the total number of strategic issues should not exceed twelve at one specific time of evaluation (Dutton, & Duncan, 2006). This ensures maximum effectiveness in the approaches given, as attempts to implement the strategies (Dutton, & Jackson,1987).
The participants near the wrap up of the identification process by sorting the identified strategies in order of priority (Dutton, & Duncan, 2006). In one way, the listing of such priorities may be conducted in a logical order, which categorizes the issues in the order of urgency(Dutton, & Duncan, 2006). The listing may also be conducted based on the order of impact as well as temporal order.
As a wrap up therefore, it is important to acquire a full comprehension of the nature and characteristics of the strategic issues (Sallivan, Sullivan, & Nonaka, 1988). Strategic issues are often accompanied by a fundamental choice that the managers have to make, so as to improve the well being of the community. A greater percentage of strategic issues often lack an authentic solution. Finally, most strategic issues revolve around one common conflict that seeks resolution.
References
Dutton, J., & Duncan, R. (2006). The creation of momentum for change through the process of strategic issue diagnosis. Strategic Management Journal, 8 (3), 279-295.
Dutton, J. & Jackson, S. (1987). Categorizing strategic issues: Links to organizational action. Academy of Management Review, 76-90.
Sallivan, J., Sullivan, J., & Nonaka, I. (1988). Culture and strategic issue categorization theory. Management International Review, 6-10.